>> Live from San Francisco. It's the Cube covering artists. A conference twenty nineteen brought to you by for scout. >> Hey, welcome back already, Geoffrey here with the Cube were in downtown San Francisco at the brand new Open. I think it's finally complete. Mosconi Center for our conference. Twenty nineteen were really excited this year. For the first time ever in the four Scout booth, we've been coming to our say for a long time. We had Mike on last last year by Caesar. President Seo >> for scout. I appreciate you having me >> because we had the last year and you're so nice. You You invited us to the way we must both done something right? Absolutely it Also, before we get too far into it, Congratulations. Doing some homework. The stock is going well. You're making acquisitions, You said it's the anniversary of going out in public. So things are things are looking good for Four. Scout >> things have been good. We've been public company now for four quarters. We've beaten, raised on every metric we had out there. So we're feeling good about >> life. So I don't think the security threats are going down. I don't think you're Tamas is shrinking by any stretch of the imagination. Definitely >> does not feel like the threat landscape is getting less challenging these days, right? I mean, when you look at all the geopolitical stuff going on between the US and China and Russia, that that usually spills into the cybersecurity world and kind of makes things a little bit more tense, >> right? So the crazy talk and all confidence now is machine learning an a I and obviously one of the big themes that came up, we had a great interview. A googol is you just can't hire enough professionals regardless of the field, especially in this one to take care of everything So automation, really key. Hey, I really key. But the same time the bad guys have access to many of the same tools so that you're in the middle of this arm raise. How are you? You kind of taken a strategic view of machine learning an A I in this world. >> So what's amazing about cyber security in two thousand nineteen is the fact that the pace of innovation is exploding at an unprecedented rate, Right? I mean, we're bringing Maur devices online every quarter now, then the first ten years of the Internet combined. So the pace of adoption of new technologies is really what is driving the need for machine learning and a I a human being. Historically, in the cybersecurity world, most corporations approach was, I'm gonna have a whole bunch of different cyber products. They all have their own dashboards. I'm going to build this thing called a cyber Operations Center of Sock. That is going to be the input of all those. But a human being is going to be involved in a lot of the research and prioritization of attacks. And I think just the volume and sophistication of the breaches these days and attacks is making those same companies turn towards automation. You have to be willing to let your cyber security products take action on their own and machine learning in a I play a very large roll back. >> Yeah, it's really interesting because there's very few instances where the eye in the M L actually generate an action. Oftentimes will generate a flag, though they'll bring in a human to try to make one of the final analysis. But it's not, not often that way, actually give them the power to do something. Is that changing? Do you see that changing are people more accepting of that when you can't give it up that >> control when you when you look at for scouts kind of core value Proposition the category that were in his device. Visibility in control device visibility. What's on the network control? When I find something that shouldn't be, there are customers. Want to block that so way? Have a front row seat on watching customers that for decades have been unwilling to allow cybersecurity products to actually take action, turning our product on everyday and allowing us to do exactly that. So when we look at the way that they approached the breaches in every one of these scenarios, they're trying to figure out how they can augment the personal staff they have with products that can provide that level of intelligence >> on nothing to >> see over and over is that people are so falih. Fallible interview to Gala Grasshopper A couple of years he was one hundred percent a social engineering her way into any company that she tried. She had a kind of cool trick. She looked at Instagram photos. He would see the kind of browser that you had, and you know the company picnic. Paige won't let me in. Can you please try this? You're one hundred percent success. So you guys really act in a very different way. You're kind of after the breaches happened. You're sensing and taking action, not necessarily trying to maintain that that print Big Mo >> we're actually on the front end were before the breach takes place. So the way our product works is way plug into the network and then we turned that network ten years ago. A CEO would would would control everything on their networks. They would buy servers and load them with products and put them in their data centers. And they bite, you know, end points and they give those to their to their employees. Those same CEOs now need to allow everything to connect and try to make sense of this growing number of devices. So both the role that we play is preventative. We are on the front end. When a device first joins that network, you need to make sure that device is allowed to be there. So before we worry about what credentials that device is trying to log in with, let's make sure that's a device that the company wants to be on the network to begin with. So to your point, exactly your right. I mean, I think my CFO and I probably every week have some very sophisticated email that makes it sound like one of us asked the other to approve a check request. But it's but they're getting good and you're right. They go on the They know that I went to Villanova, where I'm a Phish fan, and they'll leverage some form of thing. All Post online has tried to make that seem a little bit more personalized, but our philosophy is a company is very basic, which is you need situational awareness of what devices are allowed to be on that network to begin with. If you get that in place, there's a lot less examples that what you described a couple of minutes >> ago and that you said to really instinct philosophy, having kind of an agent list methodology to identify and profile everything that's connected to the network, as opposed to having having you know an OS or having a little bug on there, Which would put you in good shape for this operations technology thing, which is such a critical piece of the i O. T and the I O T transfer >> there. Now there's there's no doubt, You know, that's one of the most fourth sight ful things that, for Scout has ever done is we made the decision to go Agent Lis ten years ago, Way saw that the world was moving from you, Nick and and Lenox and Windows and all of these basic operating systems that were open and only a few of them to the world that we're in today, where every TV has a different operating system, every OT manufacturer has their own operating system, right? It's example I uses that is the Google, you know, the nest thermostat where you you, you buy that, you put it on the wall of your house, you pair with your network, and it's sitting right on line next to your work laptop, right? And and there's been Brit breaches shown that attacks can come in through a device like that and get on to a more more trusted asset, right? So just having that situational awareness is a big part to begin with. But, oh, teams, let's talk about OT for a couple of seconds is almost in front of us post Wanna cry? I am seeing almost every sea, so in the world not having had but the cyber responsibilities for OT being pulled into the O. T part of the business. And it makes sense. You know that the when you watch it a cry, a breach like Wanna cry? Most companies didn't think they bought something from Windows. They thought they bought a controller from Siemens or Gear, one of the larger manufacturers. What they realized on wanna cry was that those controllers have embedded versions of an old operating system from Microsoft called X that had vulnerabilities. And that's how it was exploited so that the approach of devices being online, which changing in front of us, is not just the volume of devices. But they're not open anymore. So the Agent Lis approach of allowing devices to connect to the network and then using the network to do our thing and figure out what's on it makes us a really relevant and big player in that world of coyote and don't. So >> do you have to hold their hand when they when they break the air gap and connect the TV into the Heidi to say it'll be okay. We'll be able to keep an eye on these things before you go. You know, you talk about air gaps all the time is such a kind of fundamental security paradigm in the old way. But now the benefits of connectivity are outweighing, you know, the potential cost of very >> difficult, right? I mean, one of the examples I always uses. PG and E are local power company here. We're up until a few years ago, they'd have a human being. A band would come to your house and knock on your door, and all they wanted to do is get in your garage to read your meter, right? So they could bill you correctly. And then they put smart meters on the side of our houses. And I'm sure the roo I for them was incredible because they got rid of their entire fleet as a result, but recognized that my house is Theo T grid, now connected back to the side, which is Billy. So there's just so many examples in this connected world that we're in. Companies want to do business online, but online means interconnectivity. Interconnectivity means OT and connected so Yes, you're absolutely right. There's many companies believe they have systems air gapped off from each other. Most of those same cos once they get for Scout Live recognized they actually were not air gapped off from each other to begin with. That's part of the role that we play. >> This cure is to get your >> take. You talk to a lot of sizes about how kind of the the types of threats you know have evolved more recently. You know, we saw the stuff with presidential campaign. The targets and what they're trying to do has changed dramatically over the last several years in terms of what the bad guys actually want to do once they get in where they see the value. So how has that changed? No, it's not directly because you guys don't worry about what they're trying to do bad. You want to protect everything. But how is that kind of change from the size of perspective? >> Our customers are government's financial service companies, health care companies, manufacturing companies. Because every one of those companies, I mean, it sounds basic. But if you knew the bad thing was plugged into your network, doing something bad you would've blocked it. You didn't know it was there to begin with. So we actually have a role in all types of threats. But when you look at the threat landscape, it's shifted your right. I mean, ten years ago, it was mostly I p theft. You were hearing examples of somebody's blueprints being stolen before they got their product into the market. WeII. Then soft financial threat shifted. That's still where the bulk of it is today, right? No, they ransomware attacks. I mean, they're all money motivated. The swift breaches. They're all about trying to get a slice of money and more money moves online that becomes a good hunting ground for cybersecurity attackers. Right? But what? What is now being introduced? A CZ? Well, as all the geopolitical stuff. And I think you know with, with our commander in chief being willing to be online, tweeting that with other organism governments worldwide having a more social footprint, now that's on the table. And can you embarrass somebody? And what does that mean? And can you divide parties? But, yeah, there's there's a lot of different reasons for people to be online. What's amazing is the attacks behind them are actually fairly consistent. The mechanisms used right toe actually achieve those that you know that you know the objectives are actually quite similar. >> I'm curious from the site's perspective >> and trying to measure r A Y and, you know, kind of where they should invest in, not a vest, How the changing kind of value proposition of the things that they that are at risk really got to change the dynamic because they're not just feeling a little bit of money. You know, these air, these are much more complex and squishy kind of value propositions. If you're trying to influence our election or you're trying to embarrass somebody or you know, >> that's kind of different from anything. If it's state funded sheriff, it's believed to be state funded. It typically has a different roo. I model behind it, right, and there's different different organizations. But, you know, like on the OT side that you described a second ago, right? Why is OT so hot right now? Because it's one thing to have a bunch of employees have their laptops compromised with something you don't want to be on their right. It's embarrassing. Your emails get stolen it's embarrassing. It's a very different thing when you bring down a shipping line. When a company can't shift, you know can't ship their products. So the stakes are so high on the OT side for organizations that you know, they are obviously put a lot of energy and doing these days. >> You need talk about autonomous vehicles, you know, misreading signs and giving up control. And you know what kinds of things in this feature? Right, Mike? So if we let you go, you're busy. Guy, get thanks >> for having us in the booth. What do your superiors for twenty nineteen, you know for us at Four Scout, the priorities are continuing to execute. You know, we grow our business thirty three percent. Last year. We achieved free cash flow profitability, which is the first time in the company's history. So way of obligation to our investment community. And we intend to run a good, solid business from a product perspective. Our priorities are right in the category of device visibility and control its one of things. When you look around this conferences, you know cos cos had to be careful. They don't increase their product size too quickly. Before they have the financial means to do so. And we just see such a large market in helping answer that question. What is on my network? That's our focus, and we want to do it across the extent that enterprise at scale. >> Yeah, I've sought interesting quote from you on one of their earnings calls that I thought was was needed. A lot of people complain What, you go public. You're on the ninety day shot clock in that that becomes a focus. But your your take on it was now that everything's exposed country spending an already how much spinning a marketing I'm in shipping, it sails that it forces you to really take a deeper look and to make tougher decisions and to make sure you guys are prioritizing your resource is in the right way, knowing that a lot of other people now are making those judgments. >> You know, Listen, the process of raising money and then going public is that you have to be willing to understand that you have an investment community, but you have an obligation to share a lot of detail about the business. But from the other side of that, I get a chance to sit in front of some of the smartest people on the planet that look att my peer companies and me and then provide us input on areas that they're either excited about are concerned about. That's amazing input for me and helps me drive the business. And again, we're trying to build this into a big, organically large cybersecurity business, which is a rare thing these days. And we're quite were very how aboutthe trajectory that we're on. >> Right? Well, Mike, thank you. Like just out with smart people like, you know, I appreciate it and learned a lot. So you congrats on this very much. >> Sorry. He's Mike. I'm Jeff. You're watching The Cube were in the Fourth Scout booth at RC North America. Mosconi Center. Or in the north North Hall. Just find the Seibu. Thanks for watching. >> We'LL see you next time.

(electronic music) >> Live, from Washington, DC, it's theCUBE, covering AWS Public Sector Summit 2018. Brought to you by Amazon Web Services and its ecosystem partners. >> Hey, welcome back. We're here live in Washington, D.C. It's theCUBE's coverage of AWS Public Sector Summit Amazon Web Services, Public Sector Summit. It's like re:Invent but also for public sector. But it's a global public sector. I'm John Furrier with Stu Miniman. Our next guest is Vincent Quah, who's the head of education, nonprofits, and healthcare in Asia, Pacific, and Japan for AWS. Welcome to theCUBE. >> Thanks, John, Stu. Great to be able to be here. >> You know, we constantly talk about cloud in the United States here, and people use the word GovCloud, and Teresa and I always kind of jokingly say, "No, it's bigger than GovCloud. It's global public sector." You bring an international perspective covering APAC for AWS? >> Yes, absolutely. >> Public sector, okay. Outside of China, which is a different division with Amazon, you got the whole world. So Teresa and the team are looking not just at the US, it's the entire world. What's different? How's that working? Give us an update. >> I think one of the key differences that we see is that the US has really led the way in terms of the adoption of cloud technologies. We had great examples of universities that have really gone all in. What we are seeing now is that universities and education institutions in Asia, they're beginning to pick up their pace. And it's exciting to see some of the universities really coming very strongly using AWS. And we're seeing this across not just in mature countries and developed countries, but also in developing countries. And so it is a very widespread adoption of the cloud. And we're very excited by that. Tell us about the AWS Educate. Teresa Carlson on stage yesterday very highlighted much in her keynote about education, as well as some of the that they're doing with retraining and educating young people and whatnot, but really education has been a real growth area, from interest with cloud. Because old IT (laughs) okay, you look at that, okay, there's never had a lot of IT guys. (Vincent laughs) But it's really changed both technology procurement and delivery, but also the impact. >> Right. >> Talk about the AWS Educate program. >> So the AWS Educate program is a free program that all institutions can join. It comes with content from AWS, it comes with content from some of the top computer science universities in the world, as well as Cloud Credits, where individual student members, or the educator's members, they can actually get access to using the real platform that AWS provide. Now, this is really game-changing for students and for the institution. And it's game-changing because they have exactly the same access to all the 125-plus technologies that AWS provide to enterprises and now they are in the hands of students. So can you imagine, if they have the experience using some of these services, building capabilities, building solutions and services, and bringing out to the market. So now, innovation is in the hands of every single individual. And Educate is such an important program to re-skill and skill graduates to be ready for the working world. >> I love that, Vincent. I think back, most of my career, when you talked about education, you talked about research and universities. So it was a certain top-tier and a very limited amount. You're really democratizing what's happening. Wonder if you have any examples, or what sort of innovations are coming out of some of these global initiatives? One of the great example is NOVA, right. So we've announced that NOVA is now building this cloud associate degree as part of their information systems technology. >> What's NOVA again? >> The Northern Virginia Community College. >> In the keynote yesterday, not to be confused with Villanova, the basketball champs. >> Northern Virginia, got it, sorry. >> So, there's a need there that the institutions see because there's so much that the industry would need in terms of skills and graduates graduating with the right skill set. If you look at the World Economic Forum that was published in 2016, more about Internet and cloud computing are the two key technological drivers that's creating all these change in the industry. And many, many organizations are now investing into skilling and re-skilling. Educate sits so nicely to this particular part of the agenda. Apart from what NOVA has done here in the US, there are two other examples I want to quickly highlight to you. The first is, in the first week of June, we actually did an event in the Philippines. It was a large-scale student event. We had more than hundreds of students in a single location, with probably close to 100 educators. We took them through a four-day event. Two days of skills and content learning with hands-on experience. A third day on a gamified challenge that we put the students through so that they can compete with one another in groups, and thereby achieving top-notch scores in the leaderboard. And at the end of the day, they actually get to also develop a curriculum vitae, a CV, that they can actually submit to companies. And on the fourth day, we brought more than 20 companies as part of this whole event, and we got the students to actually connect with the companies, and the companies to the students, so that where the companies are looking for jobs, these are the students that are ready with skills that they have learned over the past three days, that they can apply to jobs that these company are looking for. So that's a really strong case of what we see working. Connecting skills to companies that are looking for students with the right set of skills. >> Talk about the international global landscape for a minute. You have a unique perspective in your job. What are the key things going on out there? What's the progress look like? What are some of the successes? Can you share a little bit about what's going on in Asia, Pacific, and Japan? >> Sure. There'll be two examples that I'll be sharing. The first is, we know that AWS Educate started off at the tertiary level. But then, last re:Invent is now being extended to 14 years and above. So now children at that age can learn about the cloud and be made aware of what's the potential of the cloud and what they can learn and use the cloud for. We've also begun to extend that work into the adult working workforce. One very specific example that I can share with you. There is an organization in Singapore called the National Trade Unions Congress LearningHub. They're an education service provider and they provide education services to citizens of Singapore. We have worked with them. They're using the AWS Educate content, and they develop two courses. Fundamentals in Cloud Computing and Fundamentals in IoT. They bring this pilot courses for the Fundamentals in IoT to a group of individuals age 45 to 74 years old. And they came away, the course just simply blew their mind away. They were so excited about what they have learned. How to program, actually, I have with me, an Internet of Things button. Now they can actually come up with an idea, program an activity on this button, so that it trigger off a particular reaction. And that's the excitement that these individuals 45 to 74 years old. They have the domain expertise, now they need is just an idea and a platform. >> It's also entrepreneurial too. >> Absolutely. >> They can tinker with the software, learn about the cloud at a very young age, and they can grow into it and maybe start something compelling, have a unique idea, fresh perspective. >> Correct. >> Or, someone who's retraining, to get a new job. >> Correct. And innovation is, we keep thinking of innovation as something that's really big. But actually, innovation doesn't have to be that way. It can start very small and then scale up from there. And all you need is just an idea to apply. >> All right. So Vincent, one of the themes we've been talking a lot about at the show is cybersecurity. Can you speak how that discussion plays specifically in the education markets? >> What we want to do is really raise the awareness of every individual's understanding of cloud computing. And by that I mean from 14 years to 74 years old. We want to let them know, actually, they are already interacting with cloud technologies. For example, if you have a Samsung Smart TV at home, if you have made a hotel booking through Expedia or through Airbnb, or if you have called for home delivery from McDonald's, you've already interacted with the cloud. And so what we want to do is make sure that everybody actually understand that. And then through some of these courses that are being provided by our partners, then they can go and learn about the security part of it. And help them have a much better sense of idea of, look, the cloud is actually a lot more secure. And we've heard many examples of that today and yesterday. And we want to give them that assurance that what they are doing and consuming, they can be part of that entrepreneur process to create something new and very exciting. >> Vincent, I'll give you the last word on this interview by sharing the update from Asia Pacific AWS. How many people are out there's a growing, you're hiring. What are some of the priorities you guys have. They have a big event in Singapore, I know that. We've been watching it, thinking about bringing theCUBE there. Give us some idea of the growth around the AWS people. What's the head count look like, give us some estimations. John, you know I can't really talk too much about head count, but I can say that we are definitely growing our AWS head count very, very rapidly. The needs and requirements out there in the market is so tremendous, and we want to be able to serve the customer as best as we can. We are a customer-obsessed company, and so we want to be there with the customer, work with them to really meet the objective and the goals that they have. And help them achieve that vision. And so we are just the enabler. We empower the customer to make. >> You have events out there too, right? You have the re:Invent, Summit? >> We have the AWS Summit, and this coming October we have the Public Sector Summit here in Singapore, as well as in Canberra in September. >> Right. >> And there's an education event coming domestically, too. >> And there's an education, a global education event that is happening in Seattle in August. So we're very excited about that. >> Lot of action on the AWS ecosystem. Congratulations, you guys do a great job. Thanks for coming on theCUBE, Vincent. Really appreciate it. We're here live in Washington, DC. It's theCUBE's coverage of AWS Public Sector Summit. I'm John Furrier with Stu Miniman. We've got Dave Vellante here as well, coming and joining us for some interviews. We'll be right back, stay with us for more coverage after this short break. (electronic music)

>> Announcer: Live from Chicago, Illinois. It's theCUBE. Covering VeeamON 2018. Brought to you by, Veeam. >> We're back at VeeamON 2018 in Chicago. You're watching theCUBE, the leader in live tech coverage. My name is Dave Vellante with Stu Miniman. Paul Madison is here he's the vice president of global cloud business at Veeam. Cloud, is where all the action is. Paul, thanks for coming back on theCUBE. >> No, Dave good to see you again, Stu good to see you. >> So you guys have made, you know, a major push obviously into the Cloud. We talked about, with Peter, that you know Veeam used to be product company. Now you're a platform company. Platforms beat products as we know and Cloud is a key part of that. It's a distribution channel, it's a technology, it's a disruptive force. What's your take on what's happening in Cloud? >> So, we're loving what's going on in the Cloud market space. I think, and I've talked with you guys about this before, the pace of innovation that's happening is absolutely remarkable. And it's all about delivering value for the customer. I heard Danny talk about business outcomes in the Cloud. We see this again and again, the Cloud is emerging as the platform or series of platforms that customers can drive innovation, can drive business agility. And we're excited about that because as the customers are moving there now we are evolving our platform to allow them to know that no matter what infrastructure, what platform they use they've got an answer in Veeam. Right? From a data protection, intelligent data management perspective... Veeam's got an answer. So, we see incredible market opportunity, we see accelerate in innovation and we see our platform evolving to take advantage of all that. >> So as the head of Cloud at Veeam, how does it work? Do you have product requirements, obviously you've got channel relationships to get building how do you spend your time architecting, I mean, how did you architect sort of the Cloud plan for Veeam? >> Yeah, it's still a work in process obviously. We are constantly evolving it as the market changes, we have to continue to evolve our strategy. But I have a lot of internal partners, you know, I partner really closely with Danny's organization from a product strategy. I partner very closely with Anton Gostev on product management, I partner really closely with Carey Stanton on our alliance partners. Because as you can imagine all of them are moving towards the Cloud or have a Cloud strategy. I work with people on pricing, licensing, sales, and marketing. And it's just this great, wonderful ecosystem that we have internally. Where we assess where we want to be, we assess where the platform has to go and we try to evolve all those things together. It's not trivial, there's a lot of work. Especially as we transition from a product company, to a platform company, to a solution company. But those are the kinds of problems that we like to solve, that's exciting stuff for us. >> Paul, wonder if you could speak a little bit to that partner ecosystem. So, you know, we went through years of public cloud is the enemy or public cloud said everything is going here to, you know, the Cloud service providers. And even the traditional vars and integrators, many of them worked with Microsoft for years. Lots of them now working with Amazon in some way or another. >> Paul: Right. >> Walk through a little bit that dynamic of what you are seeing, of course you play it across all of them so you've got a great vantage point. >> Yeah, sure. It's a great question, and it has, Stu, it's evolved in the last I'd say 18 to 24 months. It used to be, when I first started at Veeam, I went to a partner conference and I was six weeks into my tenure at Veeam and I came from Microsoft Azure And the looks on the peoples faces was, oh my God, you know, Veeam is going 100% asual. As the Azure guy here public cloud was bad, right? And so it lit people up and I tried to, and continue to rapidly assure them, no, that's not the enemy, that's not where we're going. We see an evolution now where we do see some Cloud service providers saying, we have to understand that customers want to go there, so I need to be a part of that market. That's why we're making the choices that we're making in terms of how we engineer the platform is that it's about customers having choice. And so, it's not the easiest dynamic to manage, as you might be aware of. But there is value, you see firms that will, now are starting to say, okay I can differentiate based on maybe a vertical orientation that I have. I'm going to specialize by going after the enterprise or by going after health care, financial services. And they're saying alright, those big players are here to stay. I better, I should figure out how to get along with them and how I can add value on top of them. Because from my perspective, and those big hyper scale or public clouds. Sometimes I call them a canvas, you can paint on them. But cloud and service providers can really help bring another level of intimacy to those platforms for their customer and drive value for their customer. So co-opting those large platforms is a good strategy. >> Yeah, alright, so Microsoft background. One of the things that caught our eye is, I believe, it was 2500 downloads already of the Veeam solution. >> Yes. >> For Azure. >> Yes. >> Broad reduction and betaWS, give some color on what's happening with public now. >> Yeah, sure, so we are super excited about what's happening with our Cloud partners. We've had tremendous growth in our VCSP business. We have over 19,000 of them now, globally, which is a huge ecosystem of partners. We've seen 58% year over year growth there. Fantastic growth in the number of machines that are protected by Veeam and Veeam powered services. The AWS marketplace has been, the AWS market is one that we've now, you know, jumped into with our acquisition of N2WS. We've seen terrific, I don't know if you're talking with Ezra or anybody from the N2W side. But they've seen 153% year over year growth since coming on board with Veeam. We have Office365 now, Danny talked a little bit about the new version of that, that we're in private beta of right now. That market is taking off tremendously. We've seen 29,000 downloads of that, 29,000 different customers that have downloaded that. We're currently protecting around three million mailboxes of Office365, so there's just a lot that's, our work with the IBM Cloud, is terrific. They are here, they're our sponsor. Great things going on there, 1,000% growth in the VM's that are deployed using it, on the IBM Cloud. Now their resiliency services practice is building up around Veeam. So there's just this tremendous momentum across all the dynamics of our Cloud business right now. >> Well, customers have to place bets. We love sports analogies in theCUBE. Kentucky Derby just went down, we have the Preakness coming up. And customers I feel like they're placing bets on what's called the under card, right. You've got the big race is the Kentucky Derby, well there's a bunch of races leading up to that, they call that the under card. People warm up, they make little bets here, little bets there. But then when it comes to the big race that's when they put down their big money. And I feel like the Cloud bets have largely been on the under card to date. When you talk to customers, well first of all do you agree with that, and are they asking you, okay, you know, which Cloud should I use where? What bets should I place? Having, you know, run the Azure group, you've got a perspective on this. What do you see customers doing and how do you advise them? >> Yeah, so, that's a great question, what we... So let me take you back a little bit. We did see early on customers that sort of nibbled around the edges, around the under card, and made small bets on it and then for whatever reason made the decision to dive in big. And I think a number of them that didn't work out quite well because as they were going through the under card and managing through that they didn't learn as much as they needed to or the platforms evolved so that they ended up saying, wait a minute, hold on, we maybe shouldn't have made that bet. Alright? So, customers now are, I think they're taking a little more of a smart approach towards it because they realize that, hey, going 100% in with one provider is going to be a challenge, right? They are worried about the old vendor lock in and portability across clouds. We obviously will talk to customers about multi-cloud world, 81% that we surveyed said, I'm not going to have a single Cloud provider. I'm going to try to figure out which work loads to put where. And we're going to continue to help advise them and help figure out how they do that. How those different cloud infrastructures factor into their data protection and availability strategies. >> Yeah, so when you get to the database, the middleware on up and you take that approach. Then, obviously there's substantial skillsets that you're going to need whether you're using, you know, Amazon's databases or Oracle's or IBM's, et cetera. At the infrastructure level, however, and I think this is part of your strategy, you can potentially standardize, you know, you guys want to be the standard for the data protection platform. But you've got to earn their trust and the right to do that. >> Paul: Absolutely. >> But if we're understanding that right, that is the strategy, right? To sort of take that stress away from them, let them worry about which database, which SaaS application. But from an infrastructure stand point, you can rely on Veeam to be that data protection platform. >> That's exactly right. And I think when you were talking with Danny earlier is any app, any data, any cloud. Regardless of where you want to go, bet on us, we've got the answer for you. >> Okay so then follow-up question. Why you guys? You've got system vendors, you've got storage vendors, you know, to a certain extent you got quasi security players. Big established companies, start-ups. Why Veeam? >> Well, I think because of a couple of reasons. First of all the platform is extensive and continuing to grow. And we, I'm thrilled that we are, you know, we've got the platform elements of it. I think you said earlier, platforms always trump products. I'm a firm believer in that. I love platforms. I think the second reason is we're a partner driven and customer driven organization. I know that sort of, that can sound like sort of mom and apple pie but the reality is we are 100% channel focused. We don't compete with those channel partners, we don't compete with cloud service providers. We can enable all of them. And so you've got a great platform, with a great organization that knows how to partner and wants to partner. Those two things come together and make us a great choice. >> How do you, I haven't asked anybody this, I wonder if you'll give us your perspective. Because you're pure channel, how do you, and at the same time customer driven, how do you get that feedback? Obviously you go in with channel partners but how do you ensure that you're getting the high fidelity feedback from the customers? >> So, get with the customer. (laughing) You know, we're 100% channel driven but we are arm in arm with our channel partners. It's not, you know, in some areas of the business, yes there's a lot that goes on that Veeam folks don't get involved with. But when it matters, when it counts, we're arm in arm with our channel partners. We go and visit together, we spend that time, we invest that time. We do partner advisory councils, we do customer advisory boards. You know, we're not... It's not diffused through the channels, I guess is what I want to say. It's very much a true partnership where we are engaged fully. >> Okay, let's get into it. You're a Philly fan, your boss is a Patriots fan. >> Paul: I've heard that, yes. >> You got, I mean. Listen, as a long time Philly fan it's like one of the best feelings in the world when your team wins the Super Bowl. First of all, having your team in the Super Bowl for two weeks having that hype lead up is just the greatest thing in the world, even though you just can't wait for kick-off. But I got to say congratulations. >> Thank you. >> I know you've got to feel good about that. >> Thank you, we feel great about it. It took us a couple of days to catch our breath after the game and quite frankly even during the game. Hey, listen, Tom Brady, two minutes ago has the ball, we were all getting ready to leave the party because we said, hey, we've seen this movie before, we know what's going to happen. Go down the field, touchdown. We're out. >> You can't watch. >> Can't watch it, can't watch it. I really didn't watch the last 30 seconds of the game 'cause I just had my (laughs). No we were super happy about it, I will be honest and say it's been a source of on-going rivalry inside of Veeam. Because we have quite the Boston contingent. But, we've got the trophy. >> Well, pretty amazing that, well 'cause Philly had the really outstanding defense >> Yeah. >> Which everybody tries to predict before the game, right, and then Brady shreds the Philly defense. Who would have known that Nick Fowles is going to score every single time he had the ball except the one fluke interception. >> Paul: Yeah. >> It was really an unbelievable game. I mean, as a Pats fan, we were heartbroken, but wow what a game. >> We loved it and, honestly, the guys have been great about it and almost, I don't know if Peter falls in this category, but almost everyone has said, yeah well Philly was the better team. We lost a great game to a better team, there's been no, oh well, one of our guys tried to say, hey, that whole Philly special play should have been called an illegal formation. But then I gave him a list of all the violations that the Patriots have had in the past five years and he's like, okay. >> Yeah you don't want to sound like the raving fan, right? You know, calling the ineligible, eligible. >> Paul: Right. >> Look, Brady, they made that great call. Brady couldn't make the catch, he couldn't make the catch. Nick Fowles made the catch. Okay then when it came down to execution they stared, you know, into the abyss and they didn't blink. I mean, ya got to give em' credit. And Villanova, I mean, that was awesome. >> They were just a machine. >> Sixers, what happened? Big favorite. I think young team. >> Young team, look, they're going to be good for a while. >> Dave: Should be a good rivalry. >> I think Ben Simmons, you know, he's going to come up. Joel Embiid is an absolute beast but I got to hand it to your team and your coach, I mean, I think in some ways we got out-coached a little bit. >> Dave: When Larry Bird came up and Dr. J was, you know, didn't want to relinquish that mantle. That was some of the best rivalries in the early 80's. With the Sixers and the Celtics so hopefully that will get better. >> Paul: Hopefully we'll get that going again. That'll be awesome. >> We love talking sports and we love talking sports with guys in tech that love sports. Paul, thanks very much for coming back. >> Hey, my pleasure man, thanks for having me, really appreciate it, thanks, guys. >> Alright, keep it right there, everybody, we'll be right back with our next guest right after this short break.